Archives for category: Approaches

This week, ThinkChange Pakistan looks at Rabtt, an innovative voluntary youth organization that brings students and mentors from different classes of society in an effort to promote independent and critical thinking in Lahore.

The Rabtt team organizes a 2-3 week camp every summer where their team of volunteers teaches low-income children  English, Mathematics, Physics, along with Critical Thinking, Drawing and Drama. What makes Rabtt special is that while majority of non-profit education-related ventures focus on basic service-delivery, Rabtt has chosen to concentrate on creating civic-minded, and independent thinkers.

Rabtt, which literally means ‘connection’ in Urdu was founded by two LUMS graduates, Aneeq and Imran to get students thinking about their identity outside of the prescribed curriculum, as well as motivate them to achieve, and do more.

By teaching various disciplines through an analytical approach, Rabtt aims to create “good learners”. The camp stresses on the importance of giving students room to interpret presented information and express their opinions. These instances can be as simple as allowing them to solve a Math problem their own way, or as exciting as introducing to them the tenets of Capitalism and Communism and asking them to analyze, debate and compare.

What makes Rabtt’s teaching methodology more effective from routine public school classes is also the smaller class size. The student to teacher ratio is 20:1 where as in public schools it can go up to 50:1. “We set the number of students in accordance with the number of instructors we recruit, and the resources we have. More than the number of beneficiaries, it is the quality of the impact we are able to deliver that is important to us” says Hammad, the social media director of Rabtt.

The camp’s students are selected on the basis of a pre-camp diagnostic, which is administered to roughly 50 children. The pre-camp diagnostic is a test of basic mathematics, English and logic. It is both a measure of the student’s ability, as well as an effective monitoring and evaluation tool.

Currently while the core Rabtt team is only comprised of four people, the organization has managed to develop a strong pool of volunteers (check out some photos of their team and volunteers here). Any one who is interested in volunteering, completes the form on their website. The Rabtt team then interviews the prospective volunteer, and upon selection, trains him/her regarding the assigned role.

Rabtt’s fund raising strategy has largely been focused on fostering solid relationships with organizations that share it’s mission and purpose. Hammad elaborates:

“The first step for Rabtt was to identify the target audience for its educational camps, and be very clear about what value these camps will add to the educational experience of the students. Once that was established, the Rabtt team approached like-minded individuals and organizations for support. Our aim was, and is, to make longstanding partnerships with like-minded organizations…The thrust of the fundraising campaign was, hence, not as much focused on brand promotion for the different organizations we targeted but more so on combined values and vision”.

One of Rabtt’s first supporters was Akhuwat, a micro-finance organization that provides interest free loans to the poor. Other organizations Rabtt focused on was different publishers and book houses that directly cater to the school children Rabtt aimed to work with.

“One of the biggest challenges in the beginning was to build credibility with these organizations…Trust is hard to gain when an organization is still in its developing stages”. The Rabtt team organized a number of in-person meetings and presentations to help gather the support needed for Rabtt to hold its first summer camp. “But now, within a year, we have successfully conducted three camps, have a growing pool of volunteers and  a clear direction that we can present to our supporters”.

Rabtt is now working to grow in terms of curriculum development, and program sustainability.  The team is working to standardize the content of the curriculum, and improve it based on student feedback. It also aims to establish a steady follow-up program to remain in touch with the summer camp ‘graduates’ and continue to contribute towards their personal and academic development.

If you are interested in keeping up with Rabtt, go ahead and like their Facebook page and follow their blog.

For more educated-related posts on TC-P, check out:

Hussain Bandukwala’s Q&A with the Design for Change (DFC) Pakistan team

VEFA Pakistan: Using Virtual Ed to Reach Students in Need

Thinking about Mobile Technology in Pakistan’s Classrooms 

While ‘competition’ may be the central relationship in an economic system when it comes to financial capital, that really shouldn’t be the case when it comes to the social space. In the TC-P guest post below, Nabeel, the head of the Association for the Development of Pakistan’s (ADP) media team points towards the recent successful collaboration between ADP and EcoEnergy Finance as the perfect example of how collaboration in the social sector can pave the way for greater access to both financial and social capital. 

One of the most common problems faced by any organization around the world, regardless of sector, is a lack of funding – a lack of capital. In turn, the most widely talked-about relationship in the economic system that centers around capital is competition. Competition is meant to spur innovation, yet the race for financial capital is frequently unimaginative, taking place within a zero-sum framework that assumes scarcity and that one’s gain is at the expense of the other.

However, the above holds true only when referring to financial capital. By shifting their focus on social capital, organizations can explore collaboration and work towards a win-win outcome, breaking out of the restrictions conferred by scarcity. This, however, necessitates a lens that sees the need for both financial and social capital, and embracing partnerships as a way to access capital.

This might seem obvious in retrospect, but it’s surprising how rare effective partnerships are in the nonprofit sector. There are thousands of NGOs working in Pakistan, often with overlapping missions and mandates (and sometimes even serving the same areas and communities), yet there is an almost criminal lack of collaboration in the nonprofit sector (Cahill 2011). By contrast, the organizations for whom such collaboration can indeed be a crime usually engage in it quite openly – some may call them cartels, but the more politically correct (and euphemistic) term is industry association.

That isn’t to say that, er, associations are bad – and one example lies in the partnership recently developed between EcoEnergyFinance and the Association for the Development of Pakistan.

First, some background. EcoEnergyFinance (EEF) is a recently established social enterprise that aims to provide rural villages with solar-powered lanterns, a cheap and sustainable source of renewable energy. EEF’s goals are to foster income generation for rural low-income communities (40% of villages do not have access to electricity, according to International Energy Agency), displace kerosene as an energy source, and combat climate change by providing a local renewable energy solution. They do this by recruiting and training entrepreneurs within the village to invest into solar lanterns.

The Association for the Development of Pakistan (ADP) is an engaged philanthropy organization that funds carefully selected small development initiatives in the country. In the nine years since it was formed, ADP has funded dozens of projects and disbursed around $750,000. Projects are screened using predetermined investment criteria and undergo rigorous due diligence before being granted funding, followed by monitoring and evaluation to ensure that outcomes are being met. ADP is distinguished by being run almost entirely by a dedicated and highly skilled group of volunteers around the globe.

ADP volunteer Saad demonstrating a solar lantern during a field visit in rural Sindh

Given these introductions, one might expect a project proposal submitted to ADP to be a request for funding – as every request invariably had been until now. But in the fall of 2011, Shazia Khan, executive director of EEF, approached Mubarik Imam, president of ADP, with an unusual request.

EEF needed ADP volunteers to provide management expertise and to accompany Jeremy Higgs, EEF’s Australian operations director in Pakistan, to field visits in rural Sindh. They had already received funding for their pilot, and needed to conduct two visits before December. Saad Halim and Hasan Saeed, both based in Karachi, duly stepped up.

“We learnt a lot from the first visit – a lot of our assumptions turned out to be wrong,” said Saad. He had developed a framework of needs to help calculate the demand for the lanterns in the villages. It turned out that while demand existed, there was no one in the village who could invest in the lanterns as an entrepreneur. The cost was Rs. 2,500, and the villagers could buy the lanterns in installments, but it had to be a group decision; no one took a loan until everyone pitched in.

Moreover, “the economic benefit was not clear…the expectations had been ruined.”

In each village, the residents were aware of solar power, but were not willing to pay for it – an NGO had distributed solar lanterns, of varying quality, for free after the 2010 floods. While EEF offered standard 9-LED lanterns, one of the donated lanterns shined with no less than 40 LEDs, and others were Chinese rechargeable models.

Another organization had electrified an entire village. With ‘free’ as the competing price, a traditional charity was finding more traction vis a vis the social enterprise. It was a sobering experience for the social entrepreneurs.

Nevertheless, Jeremy was full of praise for Saad: “He took a lot of initiative in getting to the villages and performing demonstrations – after our first discussion, he understood his job immediately and ran with it.”

Hasan Saeed was involved in a different capacity, helping to develop a training program for the entrepreneurs in the villages that were to be visited. He also helped with the procurement and designed the monitoring and evaluation with a baseline survey.

“We were learning a lot during the visits, and having volunteers who had been screened and had a sense of responsibility was really helpful,” said Jeremy.

There was indeed a lot going on during the visits. It was quickly apparent that the sales pitch needed to be refined, and identifying an entrepreneur turned out to be a huge challenge. EEF is now looking at developing partnerships before going into villages, harnessing the ability of grassroots organizations to mobilize communities and scale operations. Leveraging existing microfinance/livelihood programs wasn’t always the plan, and EEF has had to adapt their model through a number of internal discussions and meetings with organizations, trying to identify the value proposition.

In his blog post on the visit to Sujawal, Jeremy concluded, “If we’re to work in this area, we need a local partner.” While ADP is not quite that local partner, it has operated on the basis of such partnerships for years, which came in handy here.

Given that EEF has not launched a successful pilot yet, it might be tempting to conclude that working with ADP didn’t yield any particularly positive results. However, that misses the fact that working independently, it would have taken these organizations twice the time and energy to reach the current stage. More importantly, both organizations gained a lot of intangible knowledge about implementing renewable projects in a rural context.

So not only did this EcoEnergyFinance and Association for the Development of Pakistan partnership improve efficiency – it also enriched the human capital of both organizations and reinforced the social capital that is so critical to success.

Nabeel is the head of ADP’s Media team and the managing editor of SocialFinance.ca at the MaRS Centre for Impact Investing, and a project coordinator for the Tessellate Institute. He graduated from the Institute of Business Administration, Karachi and has studied public administration and leadership at Ryerson University, Toronto. He enjoys sports, photography, and staying busy.

 Resources: 

 Nonprofit Collaboration Database 

 The Partnering Initiative 

The P@SHA Fund for Social Innovation recently announced its first round of winners. In the coming weeks, TC-P will be highlighting these innovative projects which aim to use technology to meet social needs in education, culture, medicine, environmental or any other community problem. This week TC-P sits down with Waqas Ali, the brains behind Hometown Shoes, an online store that connects local artisans directly to consumers.

A native of Lahore, Waqas first came up with the idea of Homemade Shoes during a conversation with M. Hussain in his village, Basirpur in Okara District. Hussain had a small business of handmade leather shoes, and would sell his product to big brand shoe stores. Unfortunately while the large chains would make a high profit margin, Hussain would make very little. “I asked him why don’t we sell using the internet and offered my help” says Waqas, “But we couldn’t get started right away because not having seed funding, and recently we finally made it through the P@SHA Social Fund.”

Hometown Shoes will currently be targeting consumers in Lahore only but hope to expand to Punjab and then, the rest of the country. Currently, the Hometown Shoes team is busy with production and fine-tuning their website. Towards the end of March, they will be organizing an exhibition of handmade crafts in Lahore. Don’t miss it!

When asked how he sees Hometown Shoes expanding, Waqas responds, “We are reaching out to other local artisans to add a variety of handmade leather products like handbags, wallets and belts. So there is a lot that is still to be found and work on. We are very excited about what is ahead for us”.

To follow Hometown Shoes progress, subscribe to their blog. You can also follow them on twitter and like them on Facebook. If you missed TC-P’s original post on the P@SHA Fund for social innovation, check it out here.

So ladies and gentlemen, it’s been exactly one year since ThinkChange Pakistan was launched. Conceived over early morning Skype calls, and an endless stream of e-mails, TC-P is a humble attempt to track the growing social innovation, and entrepreneurship space in Pakistan.  While we are still a long way from capturing this growing #socent/#socinn space in its entirety, we are confident that with your constant feedback, we can continue to chip away at what we have started.

A big thank you to our contributors for making the editorial team’s job a little easier, and to the wonderful change-makers for taking the time out of their ridiculously busy schedules to talk to us about their work.

Since Feb 15 2011 – Feb 15 2012 has been an eventful year for all three of us (TC-P editors that is), we would like to share some of the things we have learned about the #socent and development space in the past twelve months:

Jeremy in action: Making a sales pitch for solar lanterns in Thatta

Jeremy, EcoEnergy Finance

It’s hard to believe that a year has passed already! The biggest change for me in the past year has been joining EcoEnergyFinance as their Director of Operations and conducting their pilot distribution of 100 solar lanterns in Sindh, Pakistan. Working in a social enterprise, rather than talking from the sidelines, has revealed to me the considerable challenges faced in the sector.

One of the toughest challenges has been determining how we work with other organisations to achieve our aims. We’ve had to wrack our brains to develop a partnership model, and after many revisions and meetings where people are confused by what we do, I think we’re making slow steps towards clarity. I’m hoping that after the pilot, I’ll be able to share a great deal more about these challenges, for other people to learn from!

Maryam, IREX:

Html codes, wire requests, grant monitoring, online portals and classrooms – these are some of the things that have kept me busy the past few months. Since November, I have been working to get our program’s alumni activities off the ground. Currently our alumni programming consists of a small grants program for community development projects, and a series of online trainings. My work with TC-P has increased my exposure to fantastic social enterprises working in Pakistan, and instilled in me the importance of sustainability, and establishing rigorous standards for project design, and financial transparency, which has really helped me with my work with the small grants program, as well as ADP.

Since we primarily rely on technology to communicate with our alumni, I was initially daunted by our ‘lack of options’ and honestly, a little skeptical about the impact of online trainings. But thanks to my personal experience with amazing organizations like TechChange, and TC-P posts on mobile technology, and virtual education in Pakistan’s schools, I have realized that I may have been giving edtech a lot less credit than it deserved. I am excited about continuing to learn more about this space, and exploring how it can be realistically integrated in basic education development projects on a larger scale.

Kalsoom, Invest2Innovate

In the last year, I was readying to launch my start-up Invest2Innovate before going live in September 2011. i2i is building early-stage social enterprises and access to capital in new and untapped markets, beginning (of course) with Pakistan. We are currently working with four social enterprise clients, including EcoEnergy Finance (where Jeremy is the Operations Director!), and doing due diligence on a fifth client. i2i is also building the funding pipeline and look forward to potentially building an angel investor network for start-up social enterprises. The road this year has been harrowing, rewarding, tricky, and exciting – all at the same time. It hasn’t been easy, and start-up life is a rollercoaster of emotions, but I wouldn’t change my decision for anything. I think few people can say that they are doing what they truly love, so I feel really blessed to be working with incredible partner organizations and entrepreneurs who inspire me every day.

Dear TC-P readers, here’s what you may have missed in the world of #socent in the past couple of weeks. If WE have missed anything, do let us know in your comments.

#Pakistan updates:

Events:

Opportunities:

Resources:

  • A new report by the Credit Suisse Research Institute, in collaboration with the Schwab Foundation for Social Entrepreneurship looks into how social entrepreneurship is redefining the meaning of return.
  • IDEO released a free innovation guide for social enterprises and NGOs working worldwide. Have a look and let us know what you think!

Did you know?

It’s ThinkChange Pakistan’s first birthday next week? If you like what we do, and want to help out, write to us! Also, don’t forget to check out our updated social enterprise list. A big thank you to everyone who completed our social enterprise form!

2012 promises to be a good year for BLISS, says Saba Gul, the Co-Founder & Executive Director of BLISS, Business & Life Skills School. Below Saba writes about BLISS’s new partnership with Sughar Women and her recent visit to their vocational training center in Thatta, Sindh.  This post first appeared on the BLISS blog. 

We’re starting off the new year with some thrilling news: BLISS is scaling to Mirpur Sakro, Thatta in the Southern province of Sindh, where we will start working with 100 women and girls. Thatta was badly affected by the 2010 floods, with devastating effects on livelihoods.

Our executing partner on the ground is Sughar – a program of PDI(Participatory Development Initiatives), founded by the indomitable Khalida Brohi, also an Unreasonable fellow in 2010.

This past weekend, I visited Sughar’s vocational center in Mirpur Sakro, accompanied by Khalida, Jeremy Higgs, Manager of Operations for EcoEnergy Finance, and a dear friend Seher Suleman (who shares with the rest of us a hunger to change the world).

A 3 hour ride from Karachi, much of it on a dirt road with agricultural wasteland on either side, brought us to a large wooden shed that served as Sughar’s vocational center for the village. Men and women from the village filed in with smiles on their faces.

The women were thrilled to be able to showcase their work, which was so beautiful that Seher and I couldn’t resist whipping out whatever cash we had to buy some of it off of them right there and then. While none of them spoke Urdu, Khalida patiently translated everything they said.

In conversations with the women, I found out that none of the girls in the village were enrolled in school beyond the age of 12. The main reason seemed to be a lack of female teachers, without which it was culturally unacceptable for the girls to attend school. The teachers had been sent/appointed by the government, and repeated requests to send female teachers had been ignored. The other reason was early marriages — most girls were married off by the time they were 15. We visited the only school in the village, with one classroom that was used for both boys and girls attending all grades.

Jeremy had a fascinating conversation with the men about selling solar lamps to them, since the village didn’t have electricity. We exchanged some laughs as the men told a story about how their mobile phones were taken to the nearby city every week by one of them to be charged. The women jumped in as soon as Jeremy asked what difficulties the village faced without electricity, all talking at the same time. They wanted to have lights for cooking, feeding their children, doing household chores. Their lives had to be paused from sunset to sunrise.

A few of the men wanted the solar lamps for free, even though the monthly installments Jeremy had worked out for them equalled the amount they spent on kerosene every month. Notwithstanding the fact that the lamp would be theirs to own in 8 months, that they would never have to pay for kerosene again, and that the lamps were far superior to kerosene in terms of the light they produced as well as safety and health-wise. But too many NGOs had come and gone and offered free solutions that didn’t last beyond a few months. Free was still attractive.

Jeremy did succeed in striking a deal with the men, and now has an order from a neighboring village as well.

I left the village as I had left Attock almost two years ago — a little heartbroken at the limited resources this community had available to them, but really excited about the opportunity this presented for BLISS.

I can’t wait for us to work with these women! And with Khalida, someone whose work I’ve admired since I first met her last year. Here’s to new beginnings — 2012 promises to be a good year!

Is social entrepreneurship in Pakistan restricted to the realm of the Western-educated elite, or can we find traces of it in our local culture? TC-P Contributor, Favad Soomro in his guest piece below explores ‘Aadhiyari’, a fascinating indigenous social investment model found in rural Sindh. 

Working in rural areas has its charms. You not only get to see the serene landscape and enjoy the hospitality of people, you also come across things which you normally don’t find in books. Rural markets, though very rudimentary in many ways, offer certain unique opportunities and surely micro entrepreneurs step up to exploit those and create value in their own context.

During one of routine visits to interior Sindh, while in conversation with Khadim Hussain, Sales Manager of Micro Drip – a social enterprise selling low-cost drip irrigation systems, I came to know about a very interesting social investment model. Khadim said that he invests in his native village’s economy to create social impact while earning handsome return on his money. His village near Mehrabpur in District Naushero Feroze is a typical rural village where the economy is dominated by agriculture and livestock. He said that he invests in ‘Aadhiyari’: a livestock investment model practiced widely in rural Sindh. I probed more and here is what I found out:

 The Model

Aadhiyari or Aadhiyaro (from the word Aadha or Adh meaning half) model works on principle of equal sharing between partners. Investors like Khadim provide capital to skilled resources in rural economy who know how to raise livestock but don’t have enough resources of their own. They are typically the laborers or landless farmers. Investor only provides seed money which is used in purchase of very young livestock. The partner, let’s call him the service provider, takes the custody of livestock, feeds it and helps it grow through his own resources. Typically, the investment for smaller livestock like goats is for nine months to a couple of years. At the end of the stipulated period, the livestock and its off-spring is sold in the market. Investor and service provider take their original investments out first and the rest of proceeds are shared equally between the investor and the service provider. The value is generated in raising the livestock which fetches pretty handsome prices in semi-urban or urban markets.

 

The return for investor alone ranges any where from 50 to 100% depending upon the duration of investment. This information of course is based on non-documented sources and must be discounted.

 Breaking it Down

There is a variety of motivation at play here. Investor invests to earn good return on capital. Very few do it to increase money supply in rural economy and create a social impact. In some cases, poor households, having some livestock of their own, get into the arrangement to raise working capital in short run. The motivation however does not change the rules of the game.

Like any other investment, the model carries its own set of risks. It is entirely based on social arrangements. No formal agreements are signed and in case of a conflict, arbitration is done through social arrangements. Other risks include death and disease of livestock. The coverage of veterinary services in rural Pakistan is pretty poor and poses this inherent risk in its full magnitude. Another risk relates to the security as we see theft of livestock a common crime. However, it seems that certain equilibrium has been achieved in our social context and investors are not really shy of taking on these risks, making Aadhiyari a thriving business. As I found out later, this model is in practice in Punjab also where it is known as Bhaiwali. I am sure it will be in practice in rest of Pakistan and with our shared history, in some form in rural India as well.

 A Social Enterprise? Perhaps

If we analyze this model, on surface it looks well suited to our rural economy. Each player is engaged in a role that suits him the best. But is it sustainable? Is it scalable? It surely does not treat Bottom of Pyramid as consumers. It is more in line with social enterprises, like BLISS, which eventually make the Bottom of Pyramid a ‘producer’. It also has similarities to microfinance with a difference that in this case, investment is made in the form of micro-equity rather than micro-lending. This aspect of sharing in profits gives this model a religious tint, bringing it in line with Islamic mode of finance.

 The potential of such micro-equity investments in rural development can be significant. If coupled with good veterinary services and capacity building in livestock management, it can help increase income levels of landless farmers. A structured approach can mitigate risks and make this indigenous arrangement into a formal development strategy. After all Grameen Bank, and microfinance in general, was also established providing formal structure to economic arrangements already in place in Bangladesh’s social context.

About the TC-P Contributor: Favad Soomro works for promoting water conservation technologies in agriculture sector in Pakistan. A business graduate with experience in agriculture input supply chain, he is trying to figure out his and social entrepreneurship’s place in Pakistan’s development maze.

Hello readers! Here’s what’s going on in the exciting world of #socent:

  • Congratulations to P@SHA Fund’s first round winners: Sabah Rehman, Farhan Masood, Waqas Ali and Usman Siddiqui! 
  • Also meet Teach For Pakistan’s first cohort of brilliant fellows!
  • Read Express Tribune’s coverage on Wondermilk, a small venture in Karachi that is selling, promoting and expanding the consumption of camel milk.

Events:

Opportunities:

  • The deadline to submit your pitch for the Pitch for Change competition at Harvard Social Enterprise Conference (Feb 25 – 26 2012) is January 20.

Opinion: 

Some inspiration: 

Word cloud generated from TC-P Top Social Enterprise Survey responses

On December 2011, #socent buffs in Pakistan voted for their favorite social enterprise through TC-P’s Pakistan’s Top Social Enterprises in 2011 survey. Here’s what we learned:

Naya Jeevan:  Pakistan’s Top Social Enterprise

An overwhelming majority voted for Naya Jeevan, a not-for profit social enterprise that provides low-income families with access to catastrophic healthcare through their unique micro-insurance program. Founded in 2007 by Asher Hasan, the organization is currently headquartered in Karachi.

Incidentally one of TC-P’s first #socent spotlights was on Naya Jeevan. For a more detailed insight into the organizations, have a look at our Q&A with founder, Asher Hasan here.

2011 has been a great year for Naya Jeevan. In the past one year, the organization has quadrupled its number of beneficiaries. The total beneficiaries now enrolled in Naya Jeevan health plan is 15,300. New clients that have come onboard include:

  • Pakistan International Container Terminal Limited
  • Philip Morris
  • Alucan Pakistan (Pvt), Alu Pak Pakistan (Pvt)
  • HRSG Outsourcing
  • Philips Pakistan
  • CinePax (Box Office)
  • FM 91
  • Abu Dawood Trading Co, Pakistan
  • Indus Pharma
  • DHA Services

Founder and CEO, Asher Hasan was also awarded World Economic Forum/Schwab Foundation Social Entrepreneur of the Year in 2011 and the Ariane de Rothschild Fellowship.

In addition to expanding its client base and continuing to receive global recognition, Naya Jeevan initiated two very promising projects:

NGO Schools: Philanthropic Model

The project is a pilot to compare health insurance to managed healthcare in NGO schools across Pakistan. Currently 7,309 NGO school children are enrolled in either an indemnity or managed healthcare plan across the country. Some participating schools are Manzil School in Karachi,  Zindagi Trust’s ‘I Am Paid to Learn’ schools, SOS Village, DIL schools in Khairpur, Mashal School in Islamabad and Sweet Home Foundation.

 Artpreneurs for Change

Naya Jeevan is currently running an initiative called “Artpreneurs for Change” to help children with disabilities enroll in the Naya Jeevan managed care health plan. The project is a collaborative effort between Naya Jeevan, NOWPDP (Network of Organizations Working With People With Disabilities in Pakistan), Fulbright alumni and art therapists. Seed funding was given by the US State Department as a part of the first ever Alumni Engagement Innovation Fund (AEIF). The project aims at running art therapy classes in three schools for children with disabilities (Dar-ul-Sakoon, ACELP, and Ida Rieu) and to use auction proceeds from the resulting artwork to raise awareness and funds for the healthcare of these children.

Your Responses

Kashf Foundation, Pakistan’s premier microfinance institution was voted as the next top social enterprise of 2011. It was recognized by voters as having the most community outreach and social impact in rural Pakistan. Read TC-P’s detailed piece on the foundation here.

While Kashf Foundation and Naya Jeevan have been consistent #socent faves in Pakistan, we we were happy to see some voters point towards some of the newer or lesser known initiatives as well:

About Pharmagen:

Pharmaceutical drugs in developing countries is an important issue, and I’m glad there are organizations like Pharmagen out there that seek to maintain a bare minimum quality of drugs available to the public. As far as I hear, they’re doing a good job at what they do.

About Jassar Farms:

(Reason for voting for Jassar Farms): Potential social impact. Huge in my opinion – far greater than others. It’ll enable BoP to create value through ‘more’ productive assets and increase income levels. Investments in education, health, housing will surely follow then in a more sustainable manner.

About Participatory Development Initiatives:

Ideological affinity with concept of participatory development. Especially impressed with PDI’s initiative on land rights; not aware of any other local organizations working on this very crucial issue.

Thank you once again to all those who participated in our survey. Your feedback helps us highlight the work of these great innovative organizations and encourage the social entrepreneurship space in Pakistan. If you have suggestions regarding which social enterprises to highlight in 2012, write to us

 

Happy new year dear readers! Here’s our round-up of some of our favorite #socent updates:

  • If you haven’t already, read this great article on Express Tribune about Ego, a clothing retailer that invests in entrepreneurial employees.
  • Alex Gregor from Acumen Fund writes a thoughtful post about the ‘Other Side of Pakistan‘.
  • Read this quick but important op-ed on how to start executing your business plans.
  • All aspiring social entrepreneurs should check out this exhaustive list of how to fund your social venture
  • In the process of setting up your own start-up? 3 young advocates in Lahore have set up the Altair Initiative, which specializes in working with new entrepreneurs to ensure their businesses achieve maximum legal security.
  • Teach For Pakistan’s fellowship application for 2012 is now live, go check it out! 
  • Acumen Fund is hiring a Pakistan Fellows Program Manager, apply!
  • Tomorrow is the last day to participate in our Pakistan’s to social enterprises of 2011 survey. If you haven’t already, please help us support their work and vote for the social enterprise that speaks to you the most.
  • Interested in writing for us? E-mail us at thinkchangepakistan@gmail.com and let us know!
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